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UW Policy Directory

AO 8   Oversight Responsibility for Regent-Level Capital Projects

Table of Contents

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By this administrative order, the University President delegates specified authority and duties regarding the oversight and management of regent-level capital projects.

1. Scope

The provisions of this order apply to regent-level capital projects, specifically projects with an estimated total project cost of $5 million or more that fall under the authority of the University of Washington Board of Regents.

2. Designation of Responsible Party and Project Executive Committee

For every regent-level capital project, the Provost and Executive Vice President for Finance & Administration (EVPFA) shall jointly designate a Responsible Party whose job is to ensure, in collaboration with University units charged with the delivery of capital projects, that the project is completed successfully. For the purposes of this Administrative Order, a “successful project” is one that is delivered on time, on budget, and meets: 1) approved programmatic and design goals of occupying academic and administrative units, and 2) the broad interests of the University.

  1. The Provost and EVPFA shall, with the assistance of the Responsible Party and Capital Planning & Development, appoint a Project Executive Committee who will be responsible for monitoring the progress of the project and for making decisions within the established budget, schedule, and goals, as defined in the approved Project Work Plan.
  2. The Responsible Party will chair the Project Executive Committee. The Associate Vice President (AVP) for Capital Planning & Development shall serve on the Executive Committee ex officio. In the event the Responsible Party cannot serve as Chair, or is unable to attend an Executive Committee meeting, the AVP for Capital Planning & Development, or his designee, shall serve as Chair.
  3. The Responsible Party and the Project Executive Committee shall be designated in the approved Project Work Plan.

3. Authority and Duties of the Responsible Party and the Project Executive Committee

  Subject to limitations imposed by law, regent order or policy, or presidential order, the Responsible Party with the assistance of the Project Executive Committee is authorized and responsible for balancing the competing interests, options, and needs of the project to ensure its successful completion within the allocated budget.

  1. The Responsible Party and the Project Executive Committee shall work collaboratively with University design and construction professionals to select an appropriate delivery method for the project.
  2. The Project Executive Committee will participate in the evaluation of prospective primary design consultants, contractors, and/or developers, and make a recommendation to the Administration. Final selection shall be approved by the EVPFA.
  3. The Project Executive Committee will mediate or make decisions regarding critical issues that may arise during the course of the project, provided that the budget, schedule, and goals of the project remain unchanged. If the Project Executive Committee cannot reach a consensus on such issues, the Responsible Party will make the final determination.
  4. Any changes in the project budget, schedule, or goals as established in the approved Project Work Plan require authorization by the EVPFA. The EVPFA will coordinate with the Office of Planning and Budgeting and the Provost as necessary to ensure that appropriate resources are available. The Responsible Party and the Executive Committee shall prepare a revised Project Work Plan and submit such plan to the EVPFA for approval. When appropriate, the EVPFA will work with the Provost and the Office of Planning and Budgeting to confirm, in formal correspondence, revisions to the Project Work Plan. Work may not proceed on the basis of the Revised Work Plan before its approval from the EVPFA.
  5. The Responsible Party and the Project Executive Committee will rely on the units charged with delivery of capital projects to:
    1. Define the overall scope of the project, goals, budget, schedule, and funding sources at the outset of the project, and document it in a Project Work Plan.
    2. Manage all contracts associated with the project and provide direction to external parties involved with their execution.
    3. Provide monthly reports on the overall health of the project and conduct regular meetings with the Project Executive Committee.
    4. Forecast projects costs, potential risks, and issues that require input from the Project Executive Committee.
    5. Project ongoing operations and maintenance costs for the building and identify funding for these outlays in advance of finalizing the project budget.
    6. Prepare a Revised Work Plan for any changes in the project budget, schedule, or goals.

4. Appeals Regarding Responsible Party Decisions

 University staff principals (dean, chancellor, vice president, vice provost, or administrative head) may appeal decisions made by the Responsible Party or the Project Executive Committee to the EVPFA for resolution.

June 4, 2015; November 28, 2017.

For additional delegations of authority, see: